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rowid	image	timestamp	memento	first_capture	last_capture	current_status	text	mime	status	url	urlkey	digest	length	file_path
65		20070710065650	https://web.archive.org/web/20070710065650/http://www.defence.gov.au:80/dgta/Documents/AMIP%20Documents/AMIP%20data/AMIP%20Presentations/AMIP%20Brief%20for%20SMM%20Conference%202006.ppt	2007-07-10	2007-09-18	404	Aircraft Maintenance Improvement Project AMIP AMIP – 2006 in Review Where to From Here? CMDR Scott Lockey - OIC AMIP AMIP Why AMIP?  The Problem:  An increasing adverse trend in the State aircraft maintenance workforce’s compliance with maintenance standards inherent in the aircraft maintenance regulations.  Aim:  Identify potential causes of this problem and assist action agencies to identify and implement corrective actions. AMIP A M I P Achieving Measurable Improvements in Performance of Aircraft Maintenance The AMIP Vision A State aircraft maintenance organisation whose workforce culture and competence, supported by appropriate systems and resources, ensures consistent and effective compliance with the maintenance practices and standards inherent in the aircraft maintenance regulations in order to deliver safe, airworthy aircraft. What were we trying to achieve? AMIP AMIP Scope AMIP  X Maintenance Culture ‘The Way Things are Done Around Here’  Inappropriate Attitudes and Behaviours  Poorly documented maintenance  Failing to use or follow approved maintenance procedures  ‘Must Do’ attitude  Perception of a ‘blame free’ culture where personnel commit violations with no fear of reprisal  Desirable Attitudes and Behaviours  Working within the established maintenance regulatory framework at all times  Changing the system if it is wrong to ensure that it is right for others in the future  Reporting all maintenance incidents and ‘near misses’  Establishing and maintaining a ‘Just Culture’ AMIP AMIP Posters Reinforcing Desirable Behaviours AMIP AMIP Mousemats Reinforcing Desirable Behaviours AMIP Human Factors and Maintenance Error Mgt AMIP Human Factors and Maintenance Error Mgt Op Tempo Inappropriate workforce attitudes Technical Leadership Supervision HF Regulations Poor comms / handovers AMIP HF/MEM Initiatives  DI(G) 31-xxx ADF Human Factors and Aviation Maintenance Error Management  4 hour dedicated HF instruction during IET  Mandated annual requirement for HF/MEM education  Mandated HF/MEM training during promotion courses  ADF AA Policy Statement – ‘Just Safety Culture’  ADF Maintenance Human Factors Working Group  Generic Incident Investigator Training Package AMIP HF/MEM Education - Maintenance Incident Case Studies AMIP HF Support Tools – AVMED Fatigue Calculator Employee 1: SGT A Employee 2: CPL B Fatigue Score Diagrams Week 1 - Fatigue Scores Week 1 - Fatigue Distribution Week 2 - Fatigue Scores Week 2 - Fatigue Distribution 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 10/7 10/7 10/7 11/7 11/7 11/7 12/7 12/7 12/7 13/7 13/7 13/7 14/7 14/7 14/7 15/7 15/7 15/7 16/7 16/7 16/7 Date Score 0% 10% 20% 30% 40% 50% 60% 70% Standard Moderate High Very High Extreme Score 0.00 10.00 20.00 30.00 40.00 50.00 60.00 70.00 80.00 90.00 17/7 17/7 17/7 18/7 18/7 18/7 19/7 19/7 19/7 20/7 20/7 20/7 21/7 21/7 21/7 22/7 22/7 22/7 23/7 23/7 23/7 Date Score 0% 10% 20% 30% 40% 50% 60% 70% Standard Moderate High Very High Extreme Score Week Date 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 1 ######## 48 43 44 38 39 38 39 36 37 34 35 35 39 1 ######## 56 49 51 43 44 43 44 41 42 39 39 40 44 1 ######## 64 56 58 49 50 49 50 46 47 43 44 44 49 1 ######## 72 63 65 55 56 54 55 51 52 48 48 49 54 1 ######## 80 70 71 60 61 60 61 56 57 52 53 53 59 1 ######## 1 ######## 2 ######## 48 43 44 38 39 38 39 36 37 34 35 35 39 2 ######## 56 49 51 43 44 43 44 41 42 39 39 40 44 2 ######## 64 56 58 49 50 49 50 46 47 43 44 44 49 2 ######## 72 63 65 55 56 54 55 51 52 48 48 49 54 2 ######## 80 70 71 60 61 60 61 56 57 52 53 53 59 AMIP HF Support Tools – Safety Health of Maintenance (SHOME) AMIP HF/MEM Education Tools – Safety DVDs AMIP Leadership, Management and Supervision Support AMIP Leadership, Management and Supervision Support Inappropriate workforce attitudes Inadequate staffing Technical Leadership Supervision Technical mastery Competency development AMIP Leadership, Management and Supervision Support AMIP Fliers  Leadership  Management  Supervision  Mentoring  Integrity  Inspections  Perception Management  Assertiveness  Inner Voice  Managing the Generations  SHOME Tool  AVMED Fatigue Management Tool  Safety DVDs TEN PRINCIPLES OF LEADERSHIP  Be proficient  Know yourself and seek self-improvement  Seek and accept responsibility  Lead by example  Provide direction  Know and care for your subordinates  Develop the potential of your subordinates  Make sound and timely decisions  Build the team and challenge its abilities  Keep your team informed LEADERSHIP Introduction So you have just been promoted - you are wearing your extra stripe or hook with much pride. Although you probably won’t admit it to your mates, you are actually very proud of achieving this career milestone. Your family certainly knows what it means to you and they are proud of your efforts. Whether you are a Corporal, a Leading Seaman, a Sergeant or a Petty Officer, you are now in a highly privileged position. You are in a position of leadership. Through your actions, you can shape the destiny of your workplace. You can make your team, shift or flight the envy of all others within your unit. You can make your unit the one that everyone else wants to be part of. You can be an important influence in making your service the best in the ADF. And you can help the ADF remain an employer of choice within our country. All it takes is inspirational leadership. The task of leadership is not to put greatness into people, but to elicit it, for the greatness is there already What is Leadership? Every person’s concept of leadership will be different, and leadership requirements will vary across different work areas. However, a consistent definition of what leadership entails is ‘providing a vision and influencing others to realise that vision through non-coercive means.’ A true leader serves - serves people, serves their best interests, serves the organisation. In so doing a true leader will not always be popular, they may not always impress. But because true leaders are motivated by concern rather than a desire for personal glory, they are willing to pay the price. A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He or she does nto swt out to be a leader, but becomes one by the quality of their actions and the integrity of their intent. Leadership and Ethos Ethos can best be described as an intangible force – it can only be observed indirectly. It is the concept that binds people together and moves them to give up their own time and effort for the sake of the aims of their unit. Good management coupled with strong, inspirational leadership is critical to the establishment and nurturing of an appropriate ethos within our work teams. Management skills allow for appropriate goals to be set, but it is front line leadership that promotes the attitudes and behaviours necessary to achieve those goals. Leadership is about setting up an environment that encourages the necessary attitudes and behaviours – and therefore leads to the ‘right’ ethos within a workforce. This can only be achieved through personal example. Every leader’s action – or lack of action – is observed by the led. Leadership and Values For subordinates to be fully committed to organisational goals and values, they must see that their leaders are examples of commitment to those same values and goals and live those values in their daily lives. Values are the expectations we have about how we are treated, and how we should treat one another. Values shape our behaviour – they do not rule our behaviour. Values-based behaviour builds trust between individuals, and between individuals and the organisation. Defence Values represent the culture that our senior leaders are seeking to achieve – the appropriate attitudes and behaviours encapsulated in a few words. Those of us in a leadership role must uphold these values every day, in everything that we do. The leader is one who mobilises others toward a goal shared by leaders and followers. Leaders, followers and goals make up the three equally necessary supports for leadership. Why do we need good leaders? Our workforce has struggled over the last decade or so to come to terms with the changing environment in which we work and operate. Our recruiting and retention has suffered against a backdrop of strong competition to obtain and retain what is becoming a scarce resource – good quality technicians, supervisors and engineers. The military sometimes struggles to market itself as an employer of choice against other industries and professions. However, a return to the basics of good management and strong, inspirational leadership, coupled with the myriad of other retention initiatives, can place us back at the top of the ‘employer of choice’ list. It all starts with you. AMIP Leadership, Management and Supervision Support Technician’s Pocket Book AMIP Leadership, Management and Supervision Support Personal Work Standards Checklist AMIP AMIP Posters Targeting Specific Problem Areas AMIP ADF Aviation Maintenance Safety Week AMIP Maintenance ‘Knock if Off’ Program ASSERTIVENESS Introduction Effective communication is an essential tool for the exchange of information in any situation. Sometimes, though, a breakdown in communication occurs when a person is unable to confidently and effectively express their opinion. Stating your position in the face of an adverse opinion, or communicating an idea that goes against what a group believes, is not something that comes easily to many people – it requires a level of assertiveness that for some people is uncomfortable. Research has shown that aircraft technicians are not generally very good at speaking up or being assertive. This article is intended to provide some thoughts on assertiveness and give some tips about how you, as an aircraft technician, can be more assertive in your work environment in the interests of ensuring aircraft safety and airworthiness. What is Assertiveness? Some people confuse assertiveness with aggression, and think that to assert yourself you must stand your ground and argue a point without compromise. However, being assertive means communicating your needs, wants, feelings, beliefs and opinions to others in a direct and honest manner, without intentionally hurting anyone's feelings. It is helpful to imagine assertiveness as the middle ground between a ggression and passivity. Assertive communication is when you are not afraid to speak your mind and you are not afraid to attempt to influence others, even if your opinion goes ‘against the grain’ Why be Assertive? Acting assertively will allow you to feel self-confident and will generally gain you the respect of your peers and workmates because they will see that you have the power of conviction to state your case even if they do not agree. In an aircraft maintenance environment, stating concerns about a technical issue assertively can be the difference between action being taken to rectify a problem and the problem going unaddressed. Assertiveness can improve the strength of working relationships, and it will help you to feel in control of events that may have previously just happened around you. Improving Your Assertiveness Successful assertiveness, including handling the emotive and defensive reactions that you sometimes get from people you are communicating with, is a skill that requires practise. Knowing when and how to be assertive in the work environment is a constant learning curve. When effective assertiveness is achieved, the result can be a strengthening of working relationships. To improve your assertiveness, start by dealing with practical situations and things you feel you are able to do. Over time, achieving small personal victories will boost your confidence and lead to improved assertiveness. Other tips for improving your assertiveness include:  Making a conscious decision to be assertive rather than aggressive or passive  Thinking about a recent conflict and imagining how you could have handled it in a more assertive way  Practising talking in an assertive way  Taking a problem-solving approach to conflict, and trying to see the other people as your collaborators rather than your opposition  Using assertive language such as 'I feel' and 'I think', rather than aggressive language such as ‘You don’t understand…’ or ‘You have no idea…’  Not interrupting other people when they are talking, and trying hard to listen and understand their point of view  Suggesting that you brainstorm ways to solve the problem together  If the exchange doesn't go well, learning from the experience and plan how you will do things a little differently next time. Be Assertive - Call Knock it Off Knock it Off is a concept that can be used at an organisational level to call a halt to maintenance activities when any technician sees any unsafe practise occurring or a maintenance error about to occur. When Knock if Off is called, it requires the entire maintenance team to Stop what they are doing, Assess the problem, Find a solution, and then Execute the solution. By applying the SAFE acronym, the maintenance task can then be completed safely and the aircraft returned to an airworthy state. If you see that something is wrong with the maintenance task you are currently undertaking, or if you are concerned about the quality of the job you have just completed, for whatever reason, be assertive with your team and call Knock it Off. Apply the SAFE checks and, if necessary, seek additional time from your maintenance manager to complete the task correctly. Do not hide behind the passive excuse that you do not have time to call Knock it Off. After all, if you haven’t got time to make sure the task is correct now, when will you have time to conduct the defect rectification and the LISTENING TO YOUR ‘INNER VOICE’ Introduction Have you ever had that feeling that something just wasn’t quite right? You know, that niggling feeling that you have forgotten to lock the back door, that you have forgotten to put the dog out, or that you have left the oven on. How often have you been proved right? You come home to find your house has been burgled, the dog has relieved itself on your new lounge, or your kitchen is on fire. You wish that you had acted on that feeling and avoided the tragic consequences, but for some reason you didn’t listen to that inner voice. Aircraft maintenance activities are not a lot different. Some technicians talk of an inner voice or gut instinct that guided them back to a job that they were doing, only to find an oil cap insecure, a nut not lockwired, or a tool left in an engine bay. Others regret not listening to that inner voice and seeing their aircraft return early to the lines following an in flight problem caused by a maintenance error. Listening to your inner voice is important in maintaining aircraft in an airworthy state. This short article looks at how you can improve your intuition and what actions you can take when your inner voice speaks. Listen to Your Body’s Signals Sometimes your body senses a threat or danger before your mind does. Your breathing or pulse rate may change, or you might feel a sudden chill on your skin when the realisation that something is amiss first occurs. Pay attention to whether you feel peaceful or prickly around certain situations and you'll be able to make better decisions about when to double check the work you have just performed. Tune Into Your Environment When you are fully focused on a maintenance task it is easy to miss subtle warning signs of problems around you. However, if you work on increasing your situational awareness you can begin to pick up important clues. For example, you might be working in an engine bay but sense that there is a fault in the adjacent compartment. Take the time to follow your hunch and check the adjacent compartment – you never know what problem you may avert by looking beyond your immediate environment. Any maintenance environment contains messages of potential problems, or latent defects, just waiting to be found. If you tune into your environment and increase your situational awareness, you will begin to better sense when there is a problem that needs rectification. Challenge your hunches Trust your intuition, question it and test its accuracy by running your gut instincts past workmates. Test your sixth sense by going back to check the work you just completed if that is what your inner voice tells you to do. In the beginning, with intuition sometimes you're right and sometimes you're wrong. With practice, though, you'll naturally gain a better sense of when to listen to your inner voice. Call a Personal Knock it Off Knock it Off is a concept that can be used at an organisational level to call a halt to maintenance activities when any technician sees any unsafe practise occurring or a maintenance error about to occur. When Knock if Off is called, it requires the entire maintenance team to Stop what they are doing, Assess the problem, Find a solution, and then Execute the solution. By applying the SAFE acronym, the maintenance task can then be completed safely and the aircraft returned to an airworthy state. If your inner voice tells you something is wrong with the maintenance task you are currently undertaking, or a task that you have just completed, call a personal Knock it Off. Apply the SAFE checks to your own work. If necessary, tell your supervisor you need a bit of extra time to complete the task correctly. And don’t use the excuse that you do not have time to double check – if you haven’t got time to double check your work now, when will you have time to rectify it if something is wrong? Above all else, do not ignore that inner voice. More Information If you want to learn more about listening to your inner voice or increasing your situational awareness in a maintenance environment, check out these articles: ‘Gut instincts’, Approach Magazine, July-August 2004 http://www.safetycenter.navy.mil/media/approach/issues/julaug04/GutInstincts.htm ‘Situation Awareness’, Focus Magazine, 2005 http://defweb.cbr.defence.gov.au/dfsadf/Focus/focus105.htm ‘Gut Instinct’, Touchdown Magazine, December 2002 http://intranet.defence.gov.au/navyweb/Sites/AVNFEG/docs/Touchdown_Vortex_03_of_02.pdf AMIP Maintenance Regulation and Compliance Assurance AMIP Maintenance Regulation and Compliance Assurance Barely compliant MMSs Inadequate FEG QMSs Inadequate regulations Inadequate compliance Inadequate FEG oversight AMIP Where to from here? Initiatives to Continue  Maintenance incident case studies (AMNTREG)  Updates to AMIP web pages (AMNTREG)  Exchange of good practices between AMOs (AMNTREG)  ADF Aviation Maintenance Safety Week (DDAAFS)  Knock it Off program (DDAAFS)  ADF MHFWG (DDAAFS)  AMIP Communication Material (DGTA & DDAAFS)  Posters  Crew Room Booklet  Calendar AMIP Where to from here? What AMIP did not address  Improved analysis, trending and feedback on ASORs  Improved safety climate surveys  Responsiveness of AEOs to AMOs  Engineering decisions by AMO personnel  Regulating maintenance training  Publication support  Ongoing Project Vulcan initiatives Aircraft Maintenance Improvement Program AMIP THE FUTURE IS IN YOUR HANDS The future is not a result of choices among alternative paths offered by the present, but a place that is created – created first in the mind and will, created next in activity The future is not some place we are going to, but one we are creating The paths are not to be found, but made, and the activity of making them changes both the maker and the destination	application/vnd.ms-powerpoint	200	http://www.defence.gov.au:80/dgta/Documents/AMIP%20Documents/AMIP%20data/AMIP%20Presentations/AMIP%20Brief%20for%20SMM%20Conference%202006.ppt	au,gov,defence)/dgta/documents/amip%20documents/amip%20data/amip%20presentations/amip%20brief%20for%20smm%20conference%202006.ppt	6PKGXIS6L33JO6EQLPUTYGQKETNUWOV6	7207585	domains/defence-gov-au/powerpoints/original/au-gov-defence-dgta-documents-amip-20documents-amip-20data-amip-20presentations-amip-20brief-20for-20smm-20conference-202006-ppt-20070710065650.ppt